‘Conscientiousness isn’t about working harder for a week; it’s about showing up prepared every day’
Elite athletes share key personality traits with executive leaders and may be well-positioned to thrive in AI‑driven workplaces, according to one expert.
Hogan Assessments’ recent work on elite athletic environments finds that top athletes and senior executives score similarly on several core personality characteristics tied to high performance at work.
“Our research shows that executive leaders and elite athletes come across similarly on certain personality characteristics,” says Nadine Maliakkal, talent analytics consultant at Hogan Assessments. “For example, both groups tend to be highly driven to succeed, confident in their abilities, fearless under pressure, and motivated to achieve exceptional results.”
The findings come as HR professionals face mounting pressure to identify and develop talent capable of performing under constant change and technological disruption, particularly as artificial intelligence reshapes roles and expectations.
Conscientiousness
In a recent Hogan report, From Podium to Promotion: 3 Winter Olympian Lessons That Can Make (or Break) Your Career, the firm highlights conscientiousness as a central predictor of success in both sport and business. The report notes that Olympic champions are not built on talent alone but on “relentless discipline”, and identifies conscientiousness—reliability, organisation, and self‑control—as one of the strongest personality predictors of job performance across roles and industries.
“Conscientiousness isn’t about working harder for a week; it’s about showing up prepared every day,” says Ryne Sherman, chief science officer at Hogan Assessments. “In leadership and career progression, this virtue consistently predicts who people rely on when the pressure is real.”
According to Hogan, athletes high in conscientiousness tend to train longer, recover more strategically and make fewer unforced errors. In the workplace, individuals with similar profiles are more likely to deliver higher‑quality work, meet deadlines and quickly earn the trust of colleagues and leaders.
Focus, mental preparation, poise under pressure
The same report also points to focus and mental preparation as differentiating factors. Citing research published in Frontiers in Psychology, Hogan notes that mental imagery and focus techniques can improve performance by up to 23 per cent in high‑pressure settings. Olympic athletes use visualisation to rehearse success and manage anxiety before competition; Hogan argues that professionals can apply the same techniques to promotion interviews, board presentations and high‑stakes negotiations.
“Focus is a personality‑driven skill,” says Sherman. People who understand their potential derailers—how stress affects their behaviour—are better equipped to manage distractions and perform clearly when it matters most, he adds.
Hogan further draws a parallel between the competitive yet collaborative nature of the Olympics and effective corporate cultures. The report notes that while the Games are defined by intense competition, they are also marked by visible camaraderie, shared learning and mutual respect among athletes. Referencing data from Harvard Business Review, Hogan highlights that companies promoting collaboration are five times more likely to be high‑performing.
“Personality determines how people balance ambition with cooperation,” says Dr. Sherman. “The most effective leaders compete without burning bridges, because they understand that long‑term success is never a solo sport.”
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Career premium for athletes
Evidence from outside Hogan’s research suggests that athletic experience can translate into measurable career benefits. Data cited by The Institute of Leadership in an article posted on their website indicate that economists find student athletes achieve greater professional success than their non‑athletic peers, earning between 5 and 15 per cent more over time.
The Institute reports that 75 per cent of people who have played sport competitively believe it gives them skills and capabilities that provide a workplace advantage.
By contrast, 60 per cent of people who have not played sport competitively do not believe participation in sport leads to improved career opportunities.
How can employers support elite athletes at work?
Maliakkal cautions that Hogan does not currently have internal data on how quickly elite athletes progress in the workplace or on their specific measurable accomplishments compared with other workers. However, she says there is still a strong case for organisations to support employees pursuing elite sport, provided expectations are clearly defined.
“From my perspective, it is reasonable to expect that elite athletes, at times, will need to take advantage of leave policies or flexible work arrangements—accommodations that are standard at many organisations,” she says. “Fundamentally, effective organisational support hinges on trust and clearly communicated expectations. When these elements are in place, organisations can support the elite athlete—their development, performance, and retention.”
Maliakkal says supporting elite athletes at work should not be viewed as fundamentally different from supporting other employees.
“Ultimately, effective leaders are attentive to their employees’ circumstances and provide support accordingly,” she says. “When leaders understand their employees’ needs, they can provide more targeted support, sustain performance, and foster an environment for mutual success.”
She adds that elite athletes may be particularly well suited to navigating workplaces transformed by AI.
“Elite athletes are typically highly coachable—they’re open to feedback, motivated to exceed expectations, and are willing to invest in themselves in pursuit of performance goals,” Maliakkal says. “With AI transforming the workplace, and personality being stable over time and generalisable across contexts, these characteristics are likely to translate effectively to navigating and excelling in this rapidly evolving environment.”
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